implementasi bsc dalam bisnis konstruksi

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IMPLEMENTASI BSC DALAM BISNIS KONSTRUKSI: PENGALAMAN WIRATMAN

AGENDA 1. Perkenalan 2. Pengantar BSC 3. BSC sebagai Sistem Manajemen Strategi 4. Pengalaman Pengguna BSC 5. Pengalaman PT Wiratman

Sapri Pamulu, Ph.D. Makassar, 17 April 2013

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Sapri Pamulu, Ph.D

PERKENALAN

Strategy Management Office (SMO) Corporate Planning Directorate PT Wiratman, Jakarta/Indonesia

• Nama #

PENDIDIKAN

• Posisi #

S3 : Manajemen Strategi, QUT Brisbane Australia. S2 : Manajemen Proyek VU Melbourne, Australia. S1 : Teknik Sipil, UNHAS Makassar, Indonesia.

• Departemen #

PENGALAMAN KERJA 2011 – Now : Strategy Management Office – Wiratman, Jakarta. 2004 – Now : Sessional Lecturer – Universitas Indonesia , Jakarta. 1997 -- Now : Lecturer, – Universitas Hasanuddin, Makassar

PUBLIKASI TERAKHIR 2010 - Buku : Praktek Managemen Strategi di Industri Konstruksi

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Apa itu Balanced Scorecard?

Pengantar BSC • Apa itu BSC? • Kenapa harus dengan BSC?

Sistem Pengukuran?

Sistem Manajemen?

Filosofi Manajemen?

BSC adalah#

Sejarah BSC, Evolusi Manajemen Kinerja

The Balanced Scorecard Management System

An Integrated Management System

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TRANSLA TE THE STRATEG Y

DEVELOP THE STRATEGY

• Str ate gy Map / Themes • Mea sure s / Tar ge ts • In itiative Por tfolios • Fun ding / Str atex

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1

• Mission , Valu es, Visio n • Str at egic An alysis • Str at egy For mu latio n

A LI GN THE OR GANIZATION

TEST & ADAPT

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St ra te gic Pla n • Bu siness Units • Su ppo rt Units • Employ ees

• Stra tegy Ma p • Balan ced Score car d • Stra tex

performance measures

• Pro fita bility Ana yl sis • Str ate gy Co rre latio ns • Emerg ing St rat egie s

results

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PLAN OPERATIONS • Ke y pr oce ss impr ovemen t • Sa les p lann ing • R esou rce cap acity p lan • Bu dge ting

Operati ng Pla n • Sales For eca st • Reso urc e Re quir ements • Dash boa rd s • Budg ets

MO NITOR & LEARN

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performance measures • Str ate gy Re views • Op er atin g Re views

results

EXECUTION Proce ss

A Problem

Initia tiv e

Point Solution

Silo

Integration

School of Thought

The Balanced Scorecard Management Philosophy 1. MOBILIZE: Executive Leadership to Mobilize Change 2. TRANSLATE: Translate Strategy to Operational Terms

A Philosophy of Management

3. ALIGN: Align the Organization to the Strategy 4. MOTIVATE: Make Strategy Everyone’s Job 5. GOVERN: Make Strategy A Continual Process

The Balanced Scorecard Value Creation Model

An Economic Model of Value Creation

Four measurement perspectives balance lag and lead indicators • Measures and targets define performance gaps • Strategic initiatives close performance gaps •


Strategy is& – A hypothesis of value creation – Multiple complimentary themes – A customer value proposition – Alignment of business processes – Readiness of intangible assets

1990  Measurement Systems causing Myopic Behavior  90% of organizations fail to execute their strategies

1992 - 1996  An Idea (Balanced Scorecard)  Early Adopters • Mobil • Cigna • Chem Bank

1996 - 2002

2000 - 2009

 A Philosophy (Strategy Focused Organization)

 Management System (Execution Premium)

 A Competency (Office of Strategy Management)

2006 -

 Hall of Fame

 Link to Other Management Processes (HR / IT / TQM)

 Certified Professionals  Global Communities

 WHY?

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Balanced Scorecard Terminology

Kenapa mengadopsi BSC? • Change (Perubahan) Formulasi & komunikasi strategi baru pada lingkungan yang lebih kompetitif

•Growth (Pertumbuhan) Meningkatkan pendapatan, tidak hanya pada pemangkasan biaya dan memacu produktifitas

• Implement (Penerapan) Setiap karyawan menerap/laksanakan strategi pertumbuhan yang baru dalam operasi kesehariannya

Kemampuan meng-eksekusi strategi: issu terbesar para CEO.

Kenapa mengadopsi BSC? “Strategi bisnis sekarang merupakan issu tunggal yang paling penting& sampai 5 tahun mendatang Business Week

“Kurang dari 10% strategi diformulasi dengan efektif dilaksanakan secara efektif Fortune

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Kenapa banyak organisasi gagal dalam meng-eksekusi strategi-nya?

Kenapa banyak organisasi gagal memperoleh hasil dari program BSC? 1. Tidak adanya kepemimpinan dan

#1. Anda tidak dapat mengelola sesuatu yang tidak bisa anda gambarkan (tidak bisa digambarkan, maka tidak bisa dikur)

kepemilikan eksekutif (hanya dijalankan oleh tim manajemen tengah, dalam proses pengembangan yang panjang) 2. Scorecard tidak terkait dengan strategi (tidak ada peta strategi, hanya KPI, dominan target keuangan, sistem kompensasi) 3. Scorecard tidak dikomunikasikan dengan karyawan 4. Scorecard tidak terkait dengan proses manajemen (Sistem 6 Tahap Siklus Manajemen dan Kantor Manajemen Strategi-SMO)

#2. Organisasi tidak mengelola strateginya • 95% karyawannya tidak paham akan strategi organisasi • 60% organisasi tidak mengaitkan strateginya dengan anggaran

Belum ada cara yang jamak untuk menggambarkan suatu strategi bisnis

• 70% organisasi tidak mengaitkan insentif manajemen akan strategi • 85% tim eksekutif menghabiskan waktunya kurang dari 1 jam per bulan untuk mendiskusikan strategi

How do we make strategy happen?

Kendala dalam Implementasi Strategi Barriers to Strategy Execution

Only 10% of organization execute their strategy

People Barrier Only 25% of managers have incentives linked to strategy

Management Barrier 85% of executive teams spend less than one hour per month discussing strategy

Resource Barrier 60% of organization don’t link budgets to strategy

STRATEGY FOCUSED ORGANIZATION

Vision Barrier Only 5% of the workforce understand the strategy

Chart adapted and modified from material developed by Robert S. Kaplan and David P. Norton

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TRANSLATE THE STRATEGY

DEVELOP THE STRATEGY


Strategy Map / Themes
Measures / Targets
Initiative Portfolios
Funding / Stratex

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ALIGN THE ORGANIZATION

Strategy Map

TEST & ADAPT

Financial Perspective


Business Units
Support Units
Employees

1


Mission, Values, Vision
Strategic Analysis
Strategy Formulation

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Profitability Analysis
Strategy Correlations
Emerging Strategies

Customer Perspective

Successful Collaborative In Strategy Implementation

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PLAN OPERATIONS


Key process improvement
Sales planning
Resource capacity plan
Budgeting

Operations Excellence

Customer Relationship

Innovation

Learning & Growth Perspective

Social Responsibility

MONITOR & LEARN

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Strategy Reviews
Operating Reviews

EXECU TION Process Initiative

The Balanced Scorecard / Strategy Map provides a strategic framework that integrates all parts of the management process

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Palladium Balanced Scorecard Hall of Fame for Executing Strategy® By Industry 2000-2011

Strategy-Focused (Hall of Fame) Organizations Use Five Strategy Execution Principles

© 2012 David Norton and Palladium Group, Inc.

Principle 1: Mobilize Change Through Executive Leadership We Must Change!

Managing strategy is managing change Principle 1: Mobilize Change Through Executive Leadership 1.1 Leaders drive strategy execution

Burning Platform • ATT Canada

Competitive Threat • GE

Why?

Shareholder Expectation

Appeal to Excellence

• Ingersoll Rand

• Wells Fargo • US Postal

We Must Clarify Our Strategy

We Must Act as a Team

1.2 Executives make the case for change CEO

1.3 Well articulated strategy exists

MKTG

CFO

Executive Team

1.4 Leaders reinforce strategic priorities

Held together by a shared view of the strategy

OPS

1.5 Office of Strategy Management established

Strategy Map

R&D

SMO

CIO HRO

We Must Develop a New Way of Managing Our Strategy

“Execution is the most unappreciated skill of an effective business leader” Lou Gerstner , Former CEO, IBM

9/10 Fail

The New Science of Strategy Execution

Office of Strategy Management

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You can’t manage what you can’t describe.

A strategy map describes how the enterprise creates value for shareholders and customers. Financial Perspective

Management Best Practice Productivity

Principle 2: Translate Strategy to Operational Terms

Sustained Shareholder Value

#1. Financial performance, a lag indicator, measures the tangible outcomes from the strategy.

Revenue Growth

Customer Perspective Product/Service Attributes Price

2.1 Strategy translated to strategy map 2.2 Strategy described in Balanced Scorecard

Quality

Time

Relationship Function

Relation

Image Brand

#3. Strategic processes create value for customers and shareholders.

Process Perspective Operations Management Processes

2.3 Targets identified for all measures

Customer Management Processes

Innovation Processes

#2. The customer value proposition defines the source of value.

Regulatory and Social Processes

2.4 Strategic initiatives rationalized 2.5 Accountability assigned

Learning & Growth Perspective Human Capital Information Capital

#4. Aligned intangible assets drive improvement in the strategic processes

Organization Capital

A portfolio of strategic initiatives should be developed for each theme. Strategic Initiative Portfolio Strategy Map (Theme)

Balanced Scorecard Measure

Broaden Revenue Mix

• Revenue Mix • Revenue Growth

Increase Customer Confidence in Our Financial Advice

Cross-Sell the Product Line

• Share of Segment •

Share of Wallet

• Customer Satisfaction

Target

+25%

• Segmentation Initiative

$ XXX

90%

• Satisfaction Survey

$ XXX

25% 50%

2.5

• Financial Planning Initiative

$ XXX

• Hours with Customer

1hr/Q

• Integrated Product Offering

$ XXX

• Human Capital Readiness

100%

• Strategic Application Readiness

100%

• Cross-Sell Ratio

Portfolio Planning

Create Organization Readiness

• Goals Linked to BSC

Establish Accountability

Budget

New = +10%

Strategic Job Financial Planner Strategic Systems

Action Plan Initiative

100%

• Relationship Management • Certified Financial Planner • Integrated Customer File • Portfolio Planning Application • MBO Update • Incentive Compensation

Total Budget

$ XXX $ XXX $ XXX $ XXX $ XXX $ XXX

$XXX

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© 2012 David Norton and Palladium Group, Inc.

Making the whole greater than the sum of the parts. Management Best Practice

ALIGNMENT: Cascade & Integrate Objectives Throughout The Organization

Principle 3: Align the Organization to the Strategy 3.1 Corporate role defined 3.2 Enterprise scorecard guides business units 3.3 Business unit scorecards guide support units 3.4 Scorecards align suppliers and/or customers 3.5 Scorecards align Board of Directors

© 2012 David Norton and Palladium Group, Inc.

ALIGNMENT: Cascade & Integrate Objectives Throughout The Organization

Strategy is formulated at the top and executed from the bottom. Principle 4: Make Strategy Everyone’s Job 4.1 Strategic awareness created 4.2 Personal goals aligned 4.3 Personal incentives aligned 4.4 Competency development aligned

“A real and revolutionary opportunity lies in studying and assessing how well-prepared a company’s people, systems and culture are to carry out its strategy.” Tom Stewart, Editor, Harvard Business Review

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© 2012 David Norton and Palladium Group, Inc.

How Do We Create Strategic Readiness? Create Strategic Awareness
Communicate
Communicate
Communicate

Align Personal Goals
Personal Scorecard

To make strategy management sustainable, strategy must be imbedded in the governance process Principle 5: Make Strategy a Continual Process

THE EXECUTION PREMIUM

Resource Management 5.1 Budget is linked to the strategy 5.2 Planning for HR/IT linked to strategy 5.3 Portfolio of strategic initiatives linked to themes

Make Strategy Everyone’s Job

Key Process Management 5.4 Process improvement linked to strategy 5.5 Best practice sharing in place Learning and Control 5.6 Strategy reviewed and adapted on a regular basis 5.7 Data and analytics guide strategy

Align Personal Incentives
Variable pay
Team based

Provide Necessary Skills
Strategic Job Families
Strategic Readiness

You need a formal process to improve workforce readiness. Strategy should be linked to existing HR programs for performance management.

How can we make “strategy management” a sustainable competitive advantage? 1

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Most Balanced Scorecard Hall of Fame companies achieve dramatic results in 2-3 years












Strategy Management requires a new way of managing. You must build a center of competence to lead these changes.

The Solution: Imbed the BSC strategy management approach into the governance structure
Integrated system (XPP)
Common platform (BSC)
Responsible specialist (OSM)

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Bank of Tokyo 2 yrs Canadian Blood Service 2 yrs Marriott VC 2 yrs Mobistar 2 yrs Tata Motors 2 yrs China Micro Resource 3 yrs Coffee Growers Assoc. 3 yrs HSBC Rails 3 yrs KeyCorp 3 yrs Ricoh 3 yrs Thai Carbon Black 3 yrs

Executi on Premiu m ($)

1

“A New Way of Managing” Enterprise

Financial Managemen t

Human Resource Management

Align

Sustain

(3-6 mos)

(6-12 mos)

12-24 mos) Organizational Unit A

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Technology Management

Strategic Planning

Office of Strategy Management

2

Mobilize

Marketing / Communications

Organizational Unit B

Organizational Unit C

Organizational Unit D

The Problem: The executive sponsor of the BSC program leaves. The new executive had his/her own approach to strategy management. The BSC approach is abandoned.

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Studi Kasus

BSC at VW Do Brasil

A Continous Processes

Strategy Map: 15 Objectives

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KPI : 44 Measures

Broad approach for strategy execution

Act to Win Program Mascot Media Learning Map -Rally Act to Win Recognition Program

Strategy execution focus:

Mascot to communicate the strategy

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Several medias to achieve all levels

The monitor plays a 70 second tutorial about some aspect of the VW do Brasil strategy

Learning Map – Rally act to win

Recognition Program

@Video

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InputProcessOuputOUTCOME

Langkah-langkah Pemetaan Strategi VISI MISI SWOT

STRATEGI

SASARAN STRATEGIS CSF

KPI/IKU Inisiatif Strategis

TARGET

Evaluasi DIRI DENGAN SWOT

CONTOH HASIL SWOT-I/EFE

Grow & Build Strategy

EFE SCORE 5.0 4.0 3.8 2.5

I

II

III

HIGH

IV

V

VI

MEDIUM

VII

1.3 5.0

VIII 3.8 3.55

IX 2.5

LOW 1.3

IFE SCORE

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WIRATMAN STRATEGIC DEVELOPMENT: WISDOM 2015

WISDOM 2015: Vision & Mission

Vision & values

MISI 2015

(Operating Holding Company)

“WIRATMAN adalah penyedia karya yang Inovatif dan Unggul bagi kelestarian lingkungan dan kesejahteraan umat manusia”

2011

VISI (2011 - 2015) “WIRATMAN menjadi holding company yang mengedepankan INOVASI & KUALITAS untuk kepuasan Stakeholder”

2010

VISI (2025)

Value

“WIRATMAN menjadi sustainable company dan brand WIRATMAN menjadi legacy”

WISDOM 2015 is forward looking

Contoh Peta Strategi Konstruksi

Cascading BSC PT Wiratman PT WIRATMAN CORPORATE

SSU

SBU

DIVISION

INDIVIDUAL

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Struktur KPI PT Wiratman

PROJECT Strategy Map Themes : Financial Perspective

Engineer Capabilities (F1) Deliver project milestones on time

(F) Ensure Positive Shareholder Value

Manage Project Risk

Optimize Project Resources (F2) Ensure project’s Delivery within the budget

(F3) Ensure effective financial Risk management

BCWP, Cost Variance, Project Liquidity, BAC/EAC

Customer Perspective

(C1) Develop partnering relationship with our Customer External Customer Satisfaction

Project Value Chain

Internal Business Process Perspective

(P2) Deliver contracted WP on time Duration of Project Delay

(C2) Respect our customer by adopting ‘no surprises’ policy Accuracy of Planning Parameters External Variances Resolved/external Variances Reported

(C3) Communicate Risk Management issue to Our Customer

(P4) Develop superior Project communication process

(P3) Establish superior project Commercial Processes

(P6) Effective manage Operational risk

Frequency of communication with customer Clarity of communication with customer

Variations Approved, Variations Submitted Number of unresolved commercial issues

(P1) At all time maintain OBS in line with WBS

(P5) Develop world class Project Management processes

(P7) Ensure staff’s safety During the project

Best practice coverage Plan/schedule stability Cost of acquiring & maintaining best practices Project Support Processes

Learning & Growth Perspective

(L2) Develop world class Unique engineering skills & capabilities Multi-skilling Best practice engineering

(L3) Develop & attain critical project skills Skill coverage Impact of training programs on Org

(L1) Foster culture of Innovation & motivated employee Staff satisfaction survey Number of application per vacancy Number of new patents

(L5) Support our staff with reliable IT systems

DRIVING WITHOUT DASHBOARD? QPR VS. ESM

(L4) Align reward system with the strategy

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The Kalla Way in BSC

The Kalla Way in Strategy

• F : Kerja adalah Ibadah • C : Apreasiasi pada Pelanggan • IBP : Lebih Cepat Lebih Baik • LG : Aktif Bersama

Gap 1. NO STRATEGY, NO PERFORMANCE MANAGEMENT

Great Place to Work?

Great Place to Shop?

Great Place to Invest?

Gap 2. PLENTY OF STRATEGY, NO EXECUTION MONITORING PLAN Great Place to Work?

Great Place to Shop?

Great Place to Invest?

GAP STRATEGY “Sets of different or better game plan to achieve our Destination”

GAP

DESTINATION STATEMENTS “Our mid to long term objectives that inspire people” ORGANIZATION MISSION, VISION and VALUES “Why we exist and where we are heading towards”

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Gap 3. NO LINKAGE BETWEEN STRATEGY & PERFORMANCE MANAGEMENT

Great Place to Work

Great Place to Shop

BSC BRIDGES THE GAP BETWEEN STRATEGY AND ACTIONS Great Place to Work

Great Place to Invest

Great Place to Shop

Great Place to Invest

Aligned Reward Systems

Reward Systems INDIVIDUAL OBJECTIVES “What I should do”

INDIVIDUAL OBJECTIVES “What I should do” OPERATIONAL GOALS & INITIATIVES “What we should do”

GAP

BALANCED SCORECARD “Our primary measure of succes & action plan”

STRATEGY “Sets of different or better game plan to achieve our Destination”

STRATEGY “Sets of different or better game plan to achieve our Destination”

DESTINATION STATEMENTS “Our mid to long term objectives that inspire people”

DESTINATION STATEMENTS “Our mid to long term objectives that inspire people”

ORGANIZATION MISSION, VISION and VALUES “Why we exist and where we are heading towards”

ORGANIZATION MISSION, VISION and VALUES “Why we exist and where we are heading towards”

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“If you wait to do anything until you feel sure about it, then you would do nothing” Norman Vincent Peale Lebih cepat Lebih baik Jusuf Kalla

TERIMA KASIH

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